Competent Leaders, an Integrated Approach to Leadership for Life, Work, and Business
Edition: 1
Copyright: 2023
Pages: 215
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About the Author
Acknowledgments
Foreword
Preface
Introduction
Part One: Elements of Leadership Theories
Chapter 1: About Leadership and Competent Leaders
Some Important Questions and Answers about the Matter of Leadership
1.1 What Is Leadership?
1.2 Why Is Leadership Difficult to Understand?
1.3 Leadership Is a Life Experience
1.4 Leadership Is a Practical Thing
1.5 Why Study and Learn about Leadership?
1.6 What Is the Relationship Between Leadership and Management?
1.7 About Leadership and Followership
1.8 Why Is Leadership Hard to Measure and Compensate?
1.9 Does Leadership Change Across Cultures?
Chapter 2: Theories about the Leader
2.1 Trait Theory
2.2 Skill Theory
2.3 Styles Theory
Chapter 3: Theories about the Leader, the Follower, and Beyond
3.1 The Situational Theory
3.2 Contingency Theory of Leadership
3.3 Path–Goal Theory
Chapter 4: Complex Theories
4.1 Transactional Theory
4.2 Transformational Theory
4.3 Strategic Theory
Chapter 5: Theories about Leading Groups and Teams
5.1 The Authentic Leadership Theory
5.2 Theory of Leadership Powers
5.3 Theories about Leading Teams
Chapter 6: Leadership Theories about Diversity and Inclusion
6.1 A Brief Necessary Introduction
6.2 Leadership Theories about Intracultural Diversity
6.3 Leadership Theories about Intercultural Diversity
Chapter 7: Answering Some Questions and Asking Some More . . . Toward an Integrative Approach
7.1 The Obsession with Leadership in Our Society
7.2 Do Leadership Theories Work?
7.3 How Is Leadership Studied?
7.4 How Do We Measure Leadership Effectiveness?
7.5 Is Leadership in Real Life Different than Leadership in Theory?
7.6 The Clinical Paradigm in Leadership
7.7 Are Leaders Born or Made? What Is the Final Answer?
7.8 At the End of the Day, Leadership Is about People
7.9 Towards an Integrative Approach to Leadership
Part Two: Leadership Development Process
Chapter 8: Dhe Way©—Dream
8.1 “Dream” Explained
8.2 Leadership and Society
8.3 The Science of Vision, Mission, and Values
Chapter 9: Dhe Way©—Drive
9.1 “Drive” Explained
9.2 Leadership and Society
9.3 The Science of Motivation
Chapter 10: Dhe Way©—Direction
10.1 Direction Explained
10.2 Leadership and Society
10.3 The Science of Planning
Chapter 11: Dhe Way©—Development
11.1 Development Explained
11.2 Leadership and Society
11.3 The Science of Developing
Chapter 12: Dhe Way©—Detox
12.1 Detox Explained
12.2 Leadership and Society
12.3 The Science of Simplifying Life
Chapter 13: Dhe Way©—Discipline
13.1 Discipline Explained
13.2 Leadership and Society
13.3 The Science of Self Discipline
Chapter 14: Dhe Way©—Dharma
14.1 Dharma Explained
14.2 Leadership and Society
14.3 The Science of Dharma
Part Three: Global Leadership
Chapter 15: Introducing Global Leadership
15.1 Background for Global Leadership
15.2 The Emergence of Global Leadership as a Discipline
15.3 Global Leadership and Competent Global Leaders
Chapter 16: Dark Leadership
A Brief Introduction to Dark Leadership
16.1 Some Elements of Theoretical References
16.2 Common Negative Personality Traits
16.3 Dark Leadership Practices and Ethical Considerations
Chapter 17: Leadership Is a Cultural Concept
17.1 What Is Culture?
17.2 Which Model Can Be Used to Understand Culture and Its Functioning?
17.3 Culture in the Broader Picture
Chapter 18: Frameworks and Tools in Global Leadership
18.1 Models and Competencies for Global Leaders
18.2 Global Teams (Leading across Borders and Cultural Intelligence)
18.3 Tools to Lead and Manage across Cultures
Chapter 19: Leadership in Other Cultures (Leadership across Space)
19.1 Leadership in Different Regions of the Globe (Region)
19.2 Mythological References for Leadership in Different Countries (Country)
19.3 References for Leadership in Different Environments (Environment)
Chapter 20: Leadership in Other Ages (Leadership across Time)
The Value of Leadership across Time
20.1 Lead from the Front—Julius Caesar
20.2 The Wisdom of Marcus Aurelius
20.3 The Communication of Marcus Antonius
Chapter 21: Leadership in Nature (Leadership across Species)
The Value of Leadership across Species
21.1 Leadership Lessons from Plants
21.2 Leadership Lessons from Animals
21.3 Leadership Lessons from the Planet . . . Toward a Global Ethics
Antonio Papuzza is an international business (IB) and organizational behavior (OB) professional, with an additional consulting background in cross-cultural training and coaching. He is currently a teaching associate professor in the Leeds School of Business at CU-Boulder, where he teaches courses and modules in the fields of international business and organizational behavior——at both undergraduate and graduate level. He also teaches Global Citizenship, Global Flavors, and Global Leadership for other schools and programs on CU campus. He is the director of the Leadership Certificate at Leeds. Additionally, he has been designing, teaching, and directing, for Leeds School of Business, academic programs in Northern Europe (the Netherlands, Germany, Belgium, and Luxemburg), Southern Europe (Italy, Croatia, and Malta) Asia (Indonesia and Singapore). He is the recipient of the 2015 Campus Global Citizen Award and of the 2015 Champion of International Education for Study Abroad Students. He has been director of global programs (localization industry) and led workshops and training programs in the field of international negotiations, strengths development, and public speaking in Jakarta, Indonesia (in English), in Medellin, Colombia (in Spanish), in Vilnius, Lithuania (in English), and in Palermo, Italy (in Italian). Antonio is also an international business consultant, cultural business mediator, and executive coach (certified coach with the International Coach Federation as well as a Gallup-Certified Strengths Coach) for companies, world organizations, and international institutions. His clients have been ranging from Ericsson America to schools of management in different countries to the United Nations.
Antonio’s research in international business focuses on global leadership and cross-cultural management practices around the world. He has been for years one of the world reviewers of the IB textbook International Business: Environments and Operations by John Daniels, Lee Radebaugh, and Daniel Sullivan for both the American and the global edition.
Antonio was born in a small town between Verona and Venice, raised in Sicily for most of his childhood, and completed his school and academic path in Europe (Italy, the UK, and Spain) and the United States. He has lived, worked, conducted business, and done research in all of the six continents—in more than 50 countries—for both national and international organizations (private companies, nonprofit organizations, public institutions, and schools.) Prior to CU, Antonio worked in a number of international business consulting, cultural mediation, and language services projects between Europe and the United States: CEO International, Rosetta Stone, Artsana Group, WHO (World Health Organization), WWF (World Wide Fund for Nature), IH (International House World Organisation), Rosebud Sioux Lakota Sicangu Nation, the United Nations, and City of Palermo/Italian Government.
Antonio holds a PhD in anthropological sciences (research in economic/business anthropology and modern ethnography) from the University of Florence, Italy (2006).